Most owners think inventory is for the accountant. It’s not. Inventory is how you: - Protect your cash - Catch theft, waste, and bad systems early - Understand if your menu and ordering actually make sense If your inventory is off, three things are usually happening: 1. Over-portioning 2. Over-ordering 3. Product walking out the back door And here’s the truth: Inventory is the only place where food cost becomes real. Your POS tells you what you sold. Inventory tells you what you lost. How to Calculate Monthly Variance (The Simple Way) This is the formula every operator should know: **Beginning Inventory - Purchases= Total Available** Total Available – Ending Inventory = Actual Usage Now compare that to what your POS says you should have used. Actual Usage – Theoretical Usage = Variance Example: Beginning Inventory: $10,000 Purchases This Month: $25,000 Ending Inventory: $8,000 Actual Usage = 10,000 + 25,000 – 8,000 = $27,000 POS Theoretical Usage = $25,500 Variance = 27,000 – 25,500 = $1,500 over That $1,500 is: - Waste - Over-portioning - Bad counts - Theft - Or poor menu engineering And if that happens every month…That’s an $18,000 problem hiding in plain sight. What Your Accountant Is Really Asking For When your accountant asks for inventory, they’re not being annoying. They’re trying to: - Accurately calculate Cost of Goods Sold (COGS) - Make sure your P&L actually reflects reality - Protect you from paying taxes on profit you didn’t really make Without inventory: - Your food cost is wrong - Your profit is wrong - Your taxes are wrong Inventory is what connects: Operations → Accounting → Cash → Taxes If those numbers are off, every decision you make after that is built on bad information. Operator Truth High-level operators don’t do inventory to “check a box.” They use it to: - Coach their chefs - Fix systems - Adjust menus - Protect margins - And spot problems before payroll starts bouncing

Before you ever sign a lease, design a kitchen, or hire a team… there’s one mistake I see more owners make than any other: They fall in love with the space before they understand the business. Here’s a simple framework I teach every owner in the planning phase: The 3 Questions That Decide If Your Restaurant Wins or Loses 1. Who are you actually building this for? Not “everyone.” Be specific: neighborhood, price point, frequency, and reason to visit. If you can’t describe your core guest in one sentence, your concept isn’t ready yet. 2. Can this concept make money in THIS space? A beautiful room doesn’t fix bad math. Before you tour spaces, you should already know: • Target rent % • Target check average • Seats needed to break even • Kitchen size required to execute your menu If the space can’t support the model, walk away. 3. What problem are you solving for the guest? Great restaurants aren’t just “good food.” They solve something: speed, comfort, celebration, health, nostalgia, experience. Clarity here drives your menu, layout, staffing, and brand. If you’re new here: Drop a comment and share: • Where you’re located • What stage you’re in (idea / searching / opening / operating) • One question you’re wrestling with right now I’ll be posting tools, checklists, real case studies, and behind-the-scenes lessons from my own restaurants and consulting work. Let’s build restaurants that actually work. — Brother Luck

Happy to be here! Can’t wait to interact and learn more about what this group has to offer!

Drop a comment with: 1. Your role (chef / owner / manager) 2. One thing that feels heavy this week 3. One small win you want before Sunday

Why This Matters in 2026 Restaurants that survive aren’t just feeding people, they’re hosting them. Margins are tighter. Traffic is unpredictable. Labor is expensive. Experiences create controlled demand, pre-paid revenue, and emotional connection. This isn’t new. I’ve been running versions of this for years and in 2026, it’s no longer optional. What “Experiences” Actually Means Not gimmicks. Not influencer nights. Intentional, repeatable revenue engines. Examples that work: - Chef’s Table (limited seats, fixed menu) - Hands-on cooking classes - Beer / wine / spirit tastings - Team-building events - Private dining & buyouts - Producer-led dinners (farmers, brewers, winemakers) Each one: - Happens during slow periods - Is pre-sold - Has a defined start and end - Requires less staff than full service Why Experiences Win (The Business Case) 1. Cash Flow Before Service Tickets are paid upfront. You buy food with someone else’s money. 2. Predictable Labor Fixed guest count = fixed staffing = cleaner execution. 3. Higher Check Averages Guests expect to pay more for access, story, and proximity. 4. Marketing Built In People share experiences more than plates. How I Think About Pricing. Stop pricing like dinner. Price for: - Access to you - Education or storytelling - Limited availability - A “can’t do this anytime” feeling Rule of thumb: - Classes & tastings: $85–$150 - Chef’s table / curated dinners: $125–$250+ - Team building / private events: $1,500–$5,000+ If it feels slightly uncomfortable to charge… you’re probably close. How to Implement (Simple Framework) Step 1: Pick ONE Experience Don’t launch five. Pick the easiest thing you already know how to do. Step 2: Attach It to a Slow Day Monday nights. Sunday afternoons. January. August. Shoulder seasons. Step 3: Cap the Seats Scarcity is your friend. Step 4: Sell the Story, Not the Menu People buy why, not just what. Common Mistakes to Avoid - Overcomplicating the menu - Underpricing - Making it too frequent - Treating it like a normal service - Waiting until you’re slow to launch it